مدل ارزیابی شبکه های عصبی برای عملکرد برنامه ریزی منابع سازمانی (ERP) از دیدگاه SCM برای افزایش مزیت رقابتی سازمان
|کد مقاله||سال انتشار||مقاله انگلیسی||ترجمه فارسی||تعداد کلمات|
|1165||2008||8 صفحه PDF||سفارش دهید||محاسبه نشده|
Publisher : Elsevier - Science Direct (الزویر - ساینس دایرکت)
Journal : Expert Systems with Applications, Volume 35, Issue 4, November 2008, Pages 1809–1816
Due to increasing global competition, many enterprises are aware of the benefits of Enterprise Resource Planning (ERP). While the external environments and alliance partnerships facing an enterprise are becoming more complex, executives should consider appropriate partners to enhance efficiency and performance of supply chain management (SCM) as well as to gain potential competitive advantages. This study constructs a conceptual model to evaluate the performance and competitive advantages associated with ERP from a SCM perspective. The resulting model can be used to assist an enterprise in evaluating the potential partnerships. The survey data was gathered from a transnational textile firm in Taiwan. The training and learning models were based on the strategic thrust theory and used the Back-Propagation Network (BPN) as an evaluation tool.
The internal information systems of a traditional organization are usually orientated on a functional basis. This set-up does not encourage efficient departmental communication within the firm. Traditional information systems do not satisfy the information requirements of global logistic trends. Recently, there has been an emphasis on integrating a company’s internal and external activities to improve a firm’s competitive edge. This approach, when applied to the development of integrated information systems, has become a major thrust. Davenport (1998) stated that an integrated information system is a smart tool that can be used by a firm to solve problems associated with widely distributed information sources. Enterprise Resource Planning (ERP) systems can integrate a firm’s internal information from a financial perspective, allowing finance, accounting, purchasing and other departments to acquire information in a timely manner. ERP emphasizes integration of the flow of information relating to the major functions of the firm. The broader and more complex the organization is, the more it requires integrating this information flow. When applying supply chain management (SCM), orders can be forecasted efficiently and correctly, stock costs for supply chain partners can be reduced, and a manufacturing schedule can be set to optimize manufacturing and supply time. Additionally, strategic alliance was developed to facilitate collaboration between firms (Forrest & Martin, 1992). It plays an important role in establishing a firm’s competitive advantage (Bowersox, 1990). SCM emphasizes close collaboration between supply chain partners and the building of a strong alliance in their joint strategic business focus. Therefore, SCM and a firm’s competitive advantage are closely linked. Integrating SCM to an ERP system can facilitate information flow in the supply chain so that partners of the chain can streamline their operations and share information sources to provide timely and accurate services to their customers. Traditional methods to evaluate ERP performance are limited to the internal departments of the company and do not include supply chain partners. However, under the global competition, many companies strengthen their core competencies via selecting their good business partners (Hong, Park, Jang, & Rho, 2005). Moreover, Choy, Lee, and Lo (2003) suggest that improving supply chain execution is important for achieving a firm’s competitive advantage. Shin, Collier, and Wilson (2000) emphasized that a firm’s performance can be evaluated by one or more key competitive priorities. Therefore, the five strategic forces of the strategic thrust theory can be independent or linked (Wiseman, 1985), and may relate to SCM performance.
نتیجه گیری انگلیسی
This study collected the training and learning data from a case firm, focusing on its executives. We realize, however, that only a few executives participate in all the business operations and the decision-making strategies in the firm. Furthermore, if the firm’s partners do not do business electronically, then the extended ERP cannot promote integral competitive advantages. In this case, the values would be lower for ERP performance. This phenomenon also supports the use of this study in evaluating ERP performance from an SCM perspective. This study also casts doubts as to the practical value of its application due to the results of the evaluation model. This arises from questions regarding the accuracy of the acquired knowledge from the ERP consultants and the case firm executives. To address this problem, our study selected as interviewers, three reputable consultants who each had at least seven years’ ERP consulting experience and executives within a firm that had adopted an extended ERP system as the subjects of interview. In the training process, the model acquired the weights from different departments that enhance the result to suit real practice application.